Tim Kneller has pursued a successful career in logistics encompassing all
temperature ranges in both third party and own account operations. His roles included
Project Management and Operational Management in the UK and Europe, rising to a senior
operations position with a major third party logistics service provider.
Since the beginning of 1995 he has worked as an Interim Project and Programme Manager
for substantial periods, interspersed with spells in employed positions as Operations Director for
Converse, the major US based sports footwear manufacturer and as a Key Account Manager for Exel Logistics.
This has enabled him to broaden his experience in General Management and particularly in
Supply Chain and IT, having board responsibility for both the latter functions. A Certified Prince2
Practitioner he is also adept at the use of the standard microsoft project management tools; Excel, Access,
Project, Visio and Powerpoint.
An outline of some of the projects undertaken and currently underway is given
below, categorised into
Click on one of the links to go straight to the category of interest. Having worked in a
large number of sectors (see the Background section), latterly the thrust has largely been on
Change Management and Project Management.
A number of large-scale strategic projects have been completed during
the last eleven years, including those below:
Developed the logistics strategy for a successful and fast growing, direct to consumer
retailer with a unique business model. The organisation started as predominantly Internet
based, but was progressively moving into mail order, utilising internet and telephone ordering.
The warehousing methodology that was devised was cost effective over a large range of scale,
with low start-up costs, and capable of easy replication in any country, in order to support
the global ambitions of the client.
See the Mail Order Picking Case Study for details
of the warehousing solution.
Formulated overall distribution strategy for a client, then implemented the strategy, which
included sourcing and setting up a new National Distribution Centre. This project required
bringing together disparate logistics operations run by each of the three divisions into a
single, in-house, operation.
Produced Invitations to Tender for National Distribution Centres for two major clients,
co-ordinated the tender processes, conducted the negotiations with potential contractors
and recommended the contractors to be selected.
Acting as an internal consultant, developed a logistics strategy for Storehouse, which
maximised the utilisation of their Atherstone facility to allow them to continue to use it,
largely unchanged, into the next millennium, thereby maximising the return on their
investment. Also liaised with the Bhs Christmas Shop team to devise supply chain strategies
for peak times.
Development of strategic plans and documentation of Business Plans for a number of small
Major warehousing projects recently undertaken include the following:
Planned and executed the onboarding of a major new client for a specialist media distribution
company. Planned all of the activities to prepare the warehouse, recruit and train the staff and
integrate the new client's SAP system with the customer's host ERP and Warehouse Management
Systems. In the first week of live operation over 500,000 units were shipped on 1,600 orders.
Planned and executed the relocation of a publishers warehouse from East London to the East Midlands.
Working with the client's Logistics Manager and other members of their management team, defined the
requirement, sourced a suitable new building and oversaw the fit out, staff recruitment and physical
re-location. So smooth was the transition that two weeks after the move was completed one of the client's
major customers asked when the move was going to take place!
Closed seven Regional Distribution Centres operated by DSDA and integrated the operations into the two
existing distribution hubs. Small parcel distribution (up to 30kg) was passed to Parcel Force and
deliveries of up to two pallets were passed to a pallet network. Concurrent with the RDC closures a
lead time reduction from 28 to 7 calendar days was implemented for all routine priority deliveries to
units anywhere in Western Europe or to the airheads for despatches to the rest of the world.
Executed a change of logistics service providers from a single contractor utilising one
large single site to a two-site operation with a different warehousing contractor on each
site. This required the successfully relocation of 30,000 pallets of stock, whilst maintaining
customer service to the major multiple retailers.
Consolidated the seven European warehouses previously operated by Converse into a single
operation in the Netherlands, saving £1m per annum.
See the European Warehousing Consolidation Case Study
for fuller details.
Established a new National Distribution Centre for Mölnlycke, which included identification
of a building, negotiating the lease, designing the layout, obtaining planning permission and
fitting out, and then recruitment of all staff and commissioning, whilst maintaining service
to the customers. For the four months whilst the operation was bedding in, took line
responsibility for the logistics operation.
A complete overhaul of warehouse operating procedures for a food wholesaler. This started
with re-organising how and where product was stored and located within the warehouse. This
included renumbering and re-labelling the racking locations, a complete re-layout of where
product was stored and the picking locations, taking into account the product characteristics
and their throughputs. All of the operating processes in the warehouse where considered,
altered as appropriate and then fully documented and charted.
A number of Supply Chain projects have been undertaken, both as an internal
consultant and as a Director responsible for Supply Chain. Highlights are:
Improved forecasting, purchasing and circulation of stock for Converse in the EMEA region,
saving £2m per annum. Fuller details are given in the
European Supply Chain Case Study.
Co-ordinated with Bhs merchandisers to achieve optimum in-store stock availability, through
enhanced planning and by auditing of major suppliers’ logistics capabilities and persuading
them to make changes to optimise availability, as necessary.
Undertook a full supply and cost price review for a medium sized company, including reverse
tendering and sourcing from the Far East. Potential savings are in the region of 25% of
A large number of systems projects have been completed, initially with a
predominance of Warehouse Management Systems, then sevearl Enterprise Resource Planning
(ERP) systems implementations of SAP, JBA and Movex as well as infrastructure development as
the Director responsible for IT throughout Europe. Development of an in depth understanding
of PC software and Web Technology has been critical to recent successes in this area.
Project Managed implementation of many Warehouse Management Systems, including development
of Functional Specifications, overseeing Program Development, testing, operator training,
implementation and post go-live support. Systems used include: World Wide Chain Stores,
Dallas, Diablo and Solar (Transport Development Group’s own Systems), BPCS, Opus, Equinox and
Chainware, on a variety of platforms from AS400 to PC.
Project managed the design, development and implementation of a bespoke Warehouse and Transport
Planning System to handle up to 20,000 orders per day to determine the optimum delivery method, then
schedule the picking, transportation to the distribution hubs and onward delivery to the end customer.
See the Logistics Planning System Case Study for
Programme Manager and Team Leader for the Sales, and e-businees streams of a major SAP implentation
with a budget of around £16 million.
Specified, sourced and planned implementation of IT Systems to support the warehousing
strategy for an Internet retailer, whilst integrating with front and back office systems,
utilising web enabled, thin client, COM compliant technology.
Implemented ERP system (JBA) in all Western European subsidiaries within 18 months.
See the System Implementation Case Study for
Infrastructure projects undertaken in the last four years include:
Overhauling Converse’s entire European IT infrastructure to create a robust, Year 2000
Creating a European Wide Area Network, later utilising Virtual Private Network (VPN), and
standardising of Local Area Networks within Europe.
Upgrading of a network from Token Ring to Ethernet and from Novell to NT.
Several projects organising the technical infrastructure for logistics service providers
to operate the clients’ Warehouse Management Systems.
Project Manager for the implementation of business intelligence tools as well as being
responsible for the construction of an intranet-based management information system for
Europe wide operations.
Experience of mid range ERP systems such as Navision and Axapta.
Project Managed the relocation of a company’s headquarters from North London to Huntingdon,
whilst co-ordinating the replacement of 60% of the companies staff, necessitated by the move.
Re-engineered packaging to enhance brand image and maximise deliveries through the
letterbox, also researched alternative "final mile" solutions for larger deliveries direct
Devised and successfully implemented a retail store based customer order system for
Project Managed the setting up of a call centre, which was initially outsourced, as the
perceived need for 24/7 operation suggested that an in-house operation would be impractical.
This required the selection of a contractor, setting up of software links using web pages,
development of scripts, etc. Early in the operation it was found that the lack of ownership
by the call centre staff, together with their inability to access customer records in
real-time, compromised the high level of customer service that was required by the client.
Additionally, the number of calls after midnight was found to be virtually non-existent.
The operation was then brought in-house, which successfully overcame the issue of poor response
times and improved perceived customer care.
Obtaining grant aid for a client for research into a new business area and to facilitate
the development of a new assembly plant in a development area.
Co-ordinating the development of Marketing Plans and PR programmes for a number of small
Co-ordinating implementation of ISO 9000 2000 and Health and Safety programmes in client